Certified Associate In Project Management (CAPM)

Alternatives analysis is a technique used in the Define Scope process. It is used to develop as many potential options as possible to identify different approaches to execute and perform the work of the project. Techniques such as brainstorming can be used to help generate the ideas.
Product analysis is a technique used in the Define Scope process. However, it is not used to identify different approaches that can be used to perform the work required to achieve the project goals. Product analysis is used to help define scope. This is accomplished by asking questions about a product and forming answers to describe the use, characteristics, and other relevant aspects of what is going to be manufactured.
Multicriteria decision analysis is a technique used during the Define Scope process. However, it is not used to identify different approaches that can be used to perform the work required to achieve the project goals. The main goal of multicriteria decision analysis uses a decision matrix that provides a methodical analytical approach for establishing criteria to refine both the project and product scope.
Context diagrams are a technique used in the Collect Requirements process, not the Define Scope process. Context diagrams are used to provide a visual depiction of the product scope, showing a business system and identifying how people and other systems interact with it.

Agreements, the business case, and the project statement of work are all inputs to the Develop Project Charter process. The purpose of the Develop Project Charter process is to create the project charter. The project charter signifies the existence of the project and gives the project manager the authority to manage the activities of the project.
The business case and enterprise environmental factors are two inputs to the Develop Project Charter process. However, the project charter is an output to this process, not an input.
Change requests, the project management plan, and organizational process assets are all inputs to the Perform Integrated Change Control process. The purpose of the Perform Integrated Change Control process is to handle changes throughout the project lifecycle in an integrated way to help reduce project risk.
Cost forecasts, schedule forecasts, and work performance information are all inputs to the Monitor and Control Project Work process. The purpose of the Monitor and Control Project Work process is to track and report progress on the work performed.

The Closing Process Group contains the processes used to finalize all project activities and formally close a project or phase. Three of the main activities in the Close Project or Phase process are conducting phase-end or project-end reviews, verifying acceptance of project deliverables, and recording lessons learned.
The Planning Process Group does not contain the processes used to verify that project deliverables have been accepted. The Planning Process Group contains the processes used to establish the scope of the project, and refine the objectives. Defining the course of action required to attain the objectives that the project was undertaken to achieve is also completed using planning processes.
The Executing Process Group does not contain the processes used to verify that project deliverables have been accepted. The Executing Process Group contains the processes used to complete the work defined in the project management plan to satisfy the project specifications.
The Monitoring and Controlling Process Group contains the Validate Scope process, which involves gaining formal acceptance for the deliverables. However, this does not include verifying that the deliverables have already been accepted.

The formula for calculating potential communication channels is n(n - 1) / 2, where n represents the number of stakeholders. In this case, there are 10 project team members and the project manager for a total of 11 stakeholders. Therefore, the calculation would be as follows:

Potential Communication Channels = 11(11-1)/2
|w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w = 11(10)/2
|w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w = 110/2
|w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w |w = 55
There would be 55 potential communications channels, not 45. The value of 45 would represent the potential number of stakeholders if you forgot to include the project manager as a stakeholder.
There would be 55 potential communications channels, not 11. The value 11 represents the total number of stakeholders.
There would be 55 potential communications channels, not 10. The value 10 represents the total number of project team members.

An output of the Identify Stakeholders process is the stakeholder register. This project document includes all details associated with stakeholders that have been identified. For instance, it should identify a stakeholder's name, their position in the organization, and their role in the project. It should also include information on their expectations, requirements, and influence in the project, as well as how they have been classified.
The stakeholder engagement plan is a subsidiary plan of the project management plan. It identifies strategies and actions needed to promote the involvement of stakeholders in making decisions and executing the project |w It is an output of the Plan Stakeholder Engagement process, not the Identify Stakeholders process.
During the plan stakeholder process, the technique root cause analysis can be used to identify the reasons why project stakeholders lack the necessary level of support so that the right strategy can be selected to improve their level of support. The stakeholder management strategy is not an output of the Identify Stakeholders process.
Organizational process assets (OPAs) are an input of the Identify Stakeholders process, not an output. Some key OPAs are stakeholder register templates and stakeholder registers from previous projects.

The formula used to calculate cost performance index (CPI) is CPI = EV / AC. Applying the values provided in the scenario to the formula results in a CPI of 0.94.

CPI = EV / AC
CPI = $1,255,000 / $1,329,000
CPI = 0.94

A CPI value under 1 indicates that the project has spent more funds to date than was originally planned.
The value 0.98 is the current schedule performance index (SPI) for the project, not the CPI. The formula used to calculate the SPI is SPI = EV / PV.
The value of -$74,000 is the current cost variance (CV) for the project, not the CPI. The formula used to calculate CV is CV = EV - AC.
The value of -$25,000 is the current schedule variance (SV) for the project, not the CPI. The formula used to calculate SV is SV = EV - PV.

The Monitoring and Controlling Process Group includes the Validate Scope process. The Validate Scope process is where formal acceptance of the completed project deliverables is obtained.
The Initiating Process Group does not include the Validate Scope process. The Initiating Process Group contains the processes that are performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase.
The Planning Process Group does not include the Validate Scope process. The Planning Process Group contains the processes that are performed to:

- establish the scope of the project
- refine the objectives
- define the course of action required to attain the objectives that the project was undertaken to achieve
The Executing Process Group does not include the Validate Scope process. The Executing Process Group contains the processes that are performed to complete the work defined in the project management plan to satisfy the project specifications.

Interactive communication is a communication method. A communication method is a systematic procedure, technique, or process used to transfer information among project stakeholders.
The sample basic sender/receiver communication model, not interactive communication, is an example of a communication model. A communication model is a description, analogy, or schematic used to represent how the communication process will be performed for the project.
Databases and web sites, not interactive communication, are examples of communication technologies. In general, a communication technology includes specific tools, systems, computer programs, and so on. It is used to transfer information among project stakeholders.
Encrypting e-mail, not interactive communication, is an example of a communication constraint. Communication constraints are restrictions on the content, timing, audience, or individual who will deliver a communication. These are usually stemming from specific legislation or regulation, technologies, or organizational policies.

Quality control measurements are an output of the Control Quality process, not the Manage Quality process. Quality control measurements are the documented measures of how actual project work or deliverables compare to the required quality standards specified during quality planning.
Change requests are one of the outputs of the Manage Quality process. They are used to propose alterations to policies, processes, or procedures with the aim of increasing the effectiveness and efficiency of quality-related activities.
Project management plan updates are one of the outputs of the Manage Quality process. Elements of the project management plan that are updated include the quality management plan, scope baseline, schedule baseline, and cost baseline.
Project documents updates are an output of the Manage Quality process. The types of project documents updates that often result from the Manage Quality activities include updates to issue log, lessons learned register, and risk register.

The formula used to calculate the Schedule Performance Index (SPI) is SPI = EV / PV. Therefore, the value would be calculated as follows:

SPI = $165,000 / $182,000
SPI = 0.91
The value of -$17,000 was calculated using the schedule variance (SV) formula. The SV formula is EV - PV = $165,000 - $182,000 = -$17,000.
The value of $32,500 was calculated using the cost variance (CV) formula. The CV formula is EV - AC = $165,000 - 132,500 = $32,500.
The value 1.25 was calculated using the formula for Cost Performance Index (CPI). The formula used is CPI = EV / AC = 165,000 / 132,500 = 1.25.

The Perform Integrated Change Control process is contained in the Monitoring and Controlling Process Group. The Perform Integrated Change Control process is where all change requests are reviewed. Once the change requests have been assessed for their impact to the project, they are subsequently accepted or rejected.
The Perform Integrated Change Control process is not contained in the Planning Process Group. The Planning Process Group contains the processes used to establish the scope of the project and refine the objectives. Defining the course of action required to attain the objectives that the project was undertaken to achieve is also completed using planning processes.
The Perform Integrated Change Control process is not contained in the Executing Process Group. The Executing Process Group contains the processes used to complete the work defined in the project management plan to satisfy the project specifications.
The Perform Integrated Change Control process is not contained in the Closing Process Group. The Closing Process Group contains the processes that are used to finalize all activities across all Process Groups to formally close a project or phase.

Work performance data is a key input to the Monitor Stakeholder Engagement process. This data is the raw observations and measurements identified during activities being performed to carry out the project work. Examples of work performance data that would be used as an input to the Monitor Stakeholder Engagement process include technical performance measures, actual costs, and actual durations.
Work performance information is the performance data collected from various controlling processes, analyzed in context, and integrated based on relationships across areas. Work performance information is an output of the Monitor Stakeholder Engagement process, not an input. Work performance data is converted into work performance information.
Organizational process assets (OPAs) could potentially be used as an input to any process; however, they are not one of the key inputs to the Monitor Stakeholder Engagement process. OPAs include any plans, processes, policies, procedures, and knowledge bases that are specific to and used by the performing organization.
Enterprise environmental factors (EEFs) could potentially be used as an input to any process; however, they are not one of the key inputs to the Monitor Stakeholder Engagement process. EEFs are conditions, not under the immediate control of the team, that influence, constrain, or direct the project, program, or portfolio.

RACI is a type of Responsibility Assignment Matrix, or RAM, and stands for Responsible, Accountable, Consult, and Inform. A RAM shows the project resources allocated to each work package and highlights the connections between work packages and team members. A RACI chart is an excellent tool for clarifying roles and responsibilities for teams comprised of internal and external resources.
The WBS chart breaks project deliverables down into work packages and is used to show the high-level areas of responsibilities.
The OBS chart is used to show which project deliverables each department in an organization is responsible for.
Role-responsibility forms provide detailed descriptions, such as responsibilities and competencies, in a text-oriented format.

The main characteristics that differentiate a project from an operation are as follows: a project is temporary and unique, while an operation is repetitive and ongoing. Both projects and operations are similar in many ways; they are performed by people, have limited resources as a constraint, and are controlled, planned, and executed. The main concern of a project is to meet a goal, and then end the project. Operations are used to maintain business operations on an ongoing basis.
Both projects and operations have limited resources as a constraint.
A project is unique and not repetitive. An operation is repetitive and not unique.
Both projects and operations have limited resources as a constraint.

The project management plan contains information about how a given project will be tailored. During planning, the project management team decides how they are going to apply different aspects of the project management processes, including:

- the project management processes selected
- tools and techniques used during the processes
- dependencies among processes
- the inputs used to produce the outputs
Agreements include any documentation or communications that define the initial intentions of a project. This can take the form of a contract, memorandum of understanding, letters of agreement, verbal agreements, e-mail, and so on. It is not a document containing information about how a given project will be tailored.
The project statement of work is a document used to describe the project's product or service. It is not the document containing information about how a given project will be tailored.
An activity list is the documented tabulation of schedule activities that shows the activity description, activity identifier, and a sufficiently detailed scope of work description. This helps the project team members to understand what work is to be performed. It is not a document containing information about how a given project will be tailored.